Preparing and Presenting a Policy Case:

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Policy at Munk Fall Case Competition Training Session

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October 24, 2023

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Some logistical notes:

• Please arrive in the Campbell Conference Facility at 1 Devonshire Place at least 5 minutes before 9 am on November 3 so the introductory session can begin on time.
• There are two rounds; in the first round two sets of six teams will present in separate rooms - the Campbell Conference Facility and 208N with two judges in each room. The two winning teams from that round will present to all 4 judges in the Conference Centre.
• There will be only 5 minutes between presentations
• No ability to watch other presentations until the final round which will be held in the main room.
• Pizza lunch provided in lobby 12.45-1.30.

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How to submit your presentation

• Decks will be pre loaded and teams will use the PC in the room to present.

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• Decks should be Powerpoint ONLY (no pdf), 16:9 format and should be upload to the following link by noon on November 2:

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• https://munkcloud.utoronto.ca/index.php/s/QksG28QyCrg8eei

Password: MppCC2023!

• TITLE FORMAT: Team1_CCF_945am

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• Decks should also be emailed to Organizers by noon, Nov.2

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Goals of a policy case competition

• Build analytical skills relevant to policy-making

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• Learn how to understand your audience when making policy recommendations

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• Practice presentation skills

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• Work in teams with colleagues with different backgrounds, strengths, and interests

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• Problem-solve in a decision-making environment

The Case Challenge:

• The case is a request to brief decision makers on options and recommendations for responding to a problem that may require a public policy response.

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• The case identifies who you will be briefing and why.

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• The case identifies some of the contextual factors that have led to the request.
• General public policy context
• Specific precipitating factors or events
• The main issues and trade-offs

What is expected of the teams:

• A definition of the problem and key issues based on analysis of the policy context and environment.

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• Identification of key risks and challenges associated with responding or not responding.

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• Strategic options and recommended approach, including implementation considerations.

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Components:

1. Framing and Problem Statement

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• Context and Challenges

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• Strategic Options

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• Implementation Steps

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• Presentation and Q and A

Framing and Problem Statement:

Frame the issue and define the problem within an existing political, fiscal and stakeholder context:

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• What is the role of government? What is the role of this level of government? What commitments have they made?
• What are the government’s overall priorities? How does this compare or rate against them? How much of this problem can the government reasonably take on? What have they already done?
• What is the capacity of the government and its partners to address this problem?
• What change do we hope to see – what are the objectives of reform?

Context and Challenges:

• What is the policy and stakeholder environment for this reform? What is the fiscal context?

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• Think about why this will be challenging – and what are the various types of risks that emerge from addressing the problem or not addressing the problem.
• Perverse consequences
• Stakeholder opposition
• Legal, operational and financial risk

Strategic Options:

What are the realistic alternatives for addressing this problem and achieving some or all of the objectives.

• Strategic options include not only the policy tool, but the scope of the response, the speed, the important partnerships.
• Analyse the options against the objectives and the risks – identify the trade offs. There is no perfect option, there are always trade-offs.
• Options should be realistic and distinct.

Implementation Steps:

• What is the roll out – how will this proceed, what are the important supports that must be put in place to make this happen:

Timing

Resources

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• Focus specifically on how it will be communicated – key messages.

Link to challenges and risks

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Presentation and Q and A:

• Clear, professional language
• Neutral tone, respectful (even deferential) to decision-makers
• CONCISE! Think about delivering substance with impact and clarity
• All team members should have an equal role in presenting and answering questions
• Practice the oral presentation and think of likely questions.

Critical Success Factors:

• Do the analysis and don’t jump to conclusions too quickly.
• Understand your role – you are not an advocate; your job is to facilitate decision making.
• Think about the narrative – your presentation should be a story that leads to an obvious conclusion.
• Always say yes – never argue with a suggestion but point out risks and alternatives.
• Use page numbers.

Have fun!